The Relationship between Trust and Control in International Joint Ventures: Evidence from the Airline Industry

2007 ◽  
Vol 24 (3) ◽  
pp. 829-858 ◽  
Author(s):  
David Emsley ◽  
Filip Kidon
Keyword(s):  
Joint Ventures ◽  
Airline Industry ◽  
International Joint Ventures ◽  
International Joint ◽  
And Control ◽  
The Relationship

A Configurational Analysis of International Joint Ventures

2002 ◽  
Vol 23 (5) ◽  
pp. 781-815 ◽  
Author(s):  
John Child
Keyword(s):  
Joint Ventures ◽  
International Joint Ventures ◽  
Configurational Analysis ◽  
Alternative Approach ◽  
International Joint ◽  
And Performance ◽  
And Control ◽  
The Relationship ◽  
Parent Companies ◽  
Variance Approach

A stream of research has focused on the ownership shares that partner companies take in international joint ventures [IJVs] and the leverage this may provide for control and performance. This research has normally adopted a `variance' approach, which examines `independent' variables as potential predictors of the focal phenomenon. The variance approach has yielded reasonably consistent results for the relationship between IJV ownership and control, but not in respect of performance. In searching for the optimum predictive model for whole samples, the variance approach risks overlooking inter-case nuances that may result from somewhat different configurations of variables. An alternative approach seeks to explore how and why variables configure together in different combinations. This paper draws on a study of 20 Sino-UK IJVs and their parent companies. It proceeds from a conventional variance analysis to identify different IV configurations. These configurations can be understood in the light of each IV's formative context, and they relate to performance in different ways. Propositions deriving from the study are offered as guidelines for further research.

An empirical analysis of the effects of humor on communication satisfaction and job performance in international joint ventures in Iran

2016 ◽  
Vol 24 (2) ◽  
pp. 295-311 ◽  
Author(s):  
Mohammad Jalalkamali ◽  
Mohammad Iranmanesh ◽  
Davoud Nikbin ◽  
Sunghyup Sean Hyun
Keyword(s):  
Job Performance ◽  
Task Performance ◽  
Joint Ventures ◽  
Communication Satisfaction ◽  
International Joint Ventures ◽  
Relational Communication ◽  
Performance Task ◽  
International Joint ◽  
The Relationship ◽  
And Task

AbstractThis study investigates the relationships between humor (frequency and effectiveness), communication satisfaction (informational and relational), and employee job performance (task and contextual) in international joint ventures in Iran. Based on a survey of 375 employees and their supervisors in two of the biggest joint ventures in the automotive industry in Iran, the results indicate that the frequency of humor had significant positive effects on contextual and task performance as well as on informational and relational communication satisfaction. In addition, informational communication satisfaction was significantly related to both contextual performance and task performance, whereas relational communication satisfaction was related only to task performance. Finally, informational communication satisfaction mediated the relationship between the frequency of humor and job performance (task and contextual), while relational communication satisfaction mediated the relationship between the frequency of humor and task performance.

scholarly journals Professional Culture Compatibility and Performance in International  Joint Ventures: A Chinese Experience

2021 ◽  
Author(s):  
◽  
Xiangfu Gan
Keyword(s):  
Joint Ventures ◽  
Professional Culture ◽  
International Joint Ventures ◽  
Alliance Performance ◽  
International Alliance ◽  
International Joint ◽  
Overall Performance ◽  
And Performance ◽  
The Relationship ◽  
Diverse Cultures

<p>This research was influenced by Sirmon & Lane's (2004) model of cultural differences and international alliance performance. Sirmon & Lane's model introduced the concept and importance of partners' professional culture compatibility in international alliances. However, to date, their model lacks empirical testing. This research therefore took the study further by empirically investigating the influence of professional culture compatibility between partners and international alliance performance by using a selected sample of Sino-Foreign joint ventures in China. The findings overall support Sirmon & Lane's (2004) model that (1) Partners from similar national cultures experience lesser differences in their professional cultures as opposed to partners from diverse cultures; and, (2) Professional culture differences between partners negatively influence the overall performance of international joint ventures. However, this research also argues that the relationships shown in Sirmon & Lane's (2004) model are not as straightforward as was previously proposed, and the findings suggest several additional factors that contribute to the relationship between partner professional culture compatibility and international alliance performance.</p>

scholarly journals Professional Culture Compatibility and Performance in International  Joint Ventures: A Chinese Experience

2021 ◽  
Author(s):  
◽  
Xiangfu Gan
Keyword(s):  
Joint Ventures ◽  
Professional Culture ◽  
International Joint Ventures ◽  
Alliance Performance ◽  
International Alliance ◽  
International Joint ◽  
Overall Performance ◽  
And Performance ◽  
The Relationship ◽  
Diverse Cultures

<p>This research was influenced by Sirmon & Lane's (2004) model of cultural differences and international alliance performance. Sirmon & Lane's model introduced the concept and importance of partners' professional culture compatibility in international alliances. However, to date, their model lacks empirical testing. This research therefore took the study further by empirically investigating the influence of professional culture compatibility between partners and international alliance performance by using a selected sample of Sino-Foreign joint ventures in China. The findings overall support Sirmon & Lane's (2004) model that (1) Partners from similar national cultures experience lesser differences in their professional cultures as opposed to partners from diverse cultures; and, (2) Professional culture differences between partners negatively influence the overall performance of international joint ventures. However, this research also argues that the relationships shown in Sirmon & Lane's (2004) model are not as straightforward as was previously proposed, and the findings suggest several additional factors that contribute to the relationship between partner professional culture compatibility and international alliance performance.</p>

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